INTERCULTURAL
BUSINESS COMPETENCIES
MAR038-6
Assignment 1: Portfolio
SAIMA SADIA SHEFA
STUDENT ID: 2016948
,Contents
ABSTRACT
INTRODUCTION
WORKING IN A SUCCESSFUL INTERNATIONAL TEAM
SUCCESSFUL TEAM-BUILDING
CULTURAL DIVERSITY IN TEAMS
MANAGING CULTURAL DIVERSITY IN TEAMS
INTERCULTURAL COMPETENCIES FRAMEWORK
1)KANTOR’S 4-PLAYER MODEL
2)LOW AND HIGH-CONTEXT COMMUNICATION THEORIES
3)POWER DISTANCE THEORY
APPLICATION OF THEORIES IN PRACTICE
CONCLUSION
REFERENCES
APPENDIX
1 | Intercultural Business Competencies (MAR038-6)
Assignment One
, ABSTRACT:
Over the past few decades, the business environment has gradually grown
beyond particular countries or regions of the world to include a wide range
of nations and as a result the number of multicultural teams has
skyrocketed. The workplace environment has changed because of the
impact of globalization. Expanding the scope of cross-cultural business
communication brings additional challenges and if the multicultural
partnership is considered as a possibility, these challenges might be
converted into qualities.
A successful international business operations are influenced by a variety of
factors, both external environment and internal to the company. The quality
and skills of management and staff are the most important things a
company should have. Intercultural competencies are one of those qualities
that supports in the successful operation of an international business in
global contexts.
The main purpose of this study is to determine the significance of
intercultural competence and its impact on several aspects of international
business.
INTRODUCTION
Globalization has become increasingly evident in education, business, and
other aspects of life during the last few decades and it opens up many
possibilities for business expansion and growth. The transition from
domestic to international and global business has required managers' ability
to effectively engage in transnational company activities. Successful
participation in such activities requires a full awareness of the cross-cultural
management process as well as the capacity to function effectively in a
multicultural or cross-cultural situation (Laughton, D. & Ottewill, 2000).
The number of elements that influence international business, hiring,
negotiations, and marketing decisions is far greater than it is in local
business. Because of the environment's complexity and diversity, the
organisation, its managers, and employees must have additional knowledge
and skills. These often include the capacity to communicate in many
languages, the ability to collaborate with people from other cultural
backgrounds, and the ability to recognise and accept other cultures. To put
it another way, cross-cultural competence (Allard, 1995) has become a
critical component of global managers' success.
Culture has been increasingly significant in business during the last three
decades, thanks in great part to Hofstede’s (1980) work. The impact of
national culture on major business operations, from capital structure to
group performance, has been demonstrated in studies (Leung, Bhagat,
2 | Intercultural Business Competencies (MAR038-6)
Assignment One
BUSINESS COMPETENCIES
MAR038-6
Assignment 1: Portfolio
SAIMA SADIA SHEFA
STUDENT ID: 2016948
,Contents
ABSTRACT
INTRODUCTION
WORKING IN A SUCCESSFUL INTERNATIONAL TEAM
SUCCESSFUL TEAM-BUILDING
CULTURAL DIVERSITY IN TEAMS
MANAGING CULTURAL DIVERSITY IN TEAMS
INTERCULTURAL COMPETENCIES FRAMEWORK
1)KANTOR’S 4-PLAYER MODEL
2)LOW AND HIGH-CONTEXT COMMUNICATION THEORIES
3)POWER DISTANCE THEORY
APPLICATION OF THEORIES IN PRACTICE
CONCLUSION
REFERENCES
APPENDIX
1 | Intercultural Business Competencies (MAR038-6)
Assignment One
, ABSTRACT:
Over the past few decades, the business environment has gradually grown
beyond particular countries or regions of the world to include a wide range
of nations and as a result the number of multicultural teams has
skyrocketed. The workplace environment has changed because of the
impact of globalization. Expanding the scope of cross-cultural business
communication brings additional challenges and if the multicultural
partnership is considered as a possibility, these challenges might be
converted into qualities.
A successful international business operations are influenced by a variety of
factors, both external environment and internal to the company. The quality
and skills of management and staff are the most important things a
company should have. Intercultural competencies are one of those qualities
that supports in the successful operation of an international business in
global contexts.
The main purpose of this study is to determine the significance of
intercultural competence and its impact on several aspects of international
business.
INTRODUCTION
Globalization has become increasingly evident in education, business, and
other aspects of life during the last few decades and it opens up many
possibilities for business expansion and growth. The transition from
domestic to international and global business has required managers' ability
to effectively engage in transnational company activities. Successful
participation in such activities requires a full awareness of the cross-cultural
management process as well as the capacity to function effectively in a
multicultural or cross-cultural situation (Laughton, D. & Ottewill, 2000).
The number of elements that influence international business, hiring,
negotiations, and marketing decisions is far greater than it is in local
business. Because of the environment's complexity and diversity, the
organisation, its managers, and employees must have additional knowledge
and skills. These often include the capacity to communicate in many
languages, the ability to collaborate with people from other cultural
backgrounds, and the ability to recognise and accept other cultures. To put
it another way, cross-cultural competence (Allard, 1995) has become a
critical component of global managers' success.
Culture has been increasingly significant in business during the last three
decades, thanks in great part to Hofstede’s (1980) work. The impact of
national culture on major business operations, from capital structure to
group performance, has been demonstrated in studies (Leung, Bhagat,
2 | Intercultural Business Competencies (MAR038-6)
Assignment One
